TI’ME Grand Plaza Executive Floor means business

As a part of its continuous commitment to quality, TI’ME Grand Plaza hotel in Dubai has unveiled its new executive floor, following a complete overhaul of the existing level, which is all part of an overall 18 month five-star upgrade and renovation project.

The executive floor at TIME Grand Plaza Hotel is aimed at high profile guests and business travellers. The concept is to combine business, comfort, and convenience offering executive privileges and upgraded amenities. And what will be music to the ears of many business executives is that the hotel has adopted a strict ‘no children’ policy, to retain a business-like environment on that particular floor. “The floor consists of an executive lounge with all of the ‘complimentary corporate comforts’, any discerning executive would expect, such as dedicated reception, library, private boardroom for up to 15, buffet breakfast, TV area, afternoon tea and evening snacks and mocktails,” said Mohamed Awadalla, Area Vice President, TIME. Apart from upgraded room amenities, other executive benefits also include welcome drinks, fruit basket, late check out, hi-speed wireless internet access and daily newspapers. Photos enclosed of the Executive Lounge and an Executive Suite.

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Launch of Katara Hospitality heralds new era for Qatar’s expanding tourism sector

New corporate identity to replace Qatar National Hotels brand as company looks to international markets for opportunity; continues to drive domestic expansion under National Vision 2030 plan for economic diversification Dubai, 30 April 2012 – Qatar National Hotels Company (QNH) has chosen this year’s Arabian Travel Market (ATM) to reveal its new corporate identity to the regional and international tourism industry. Rebranded as Katara Hospitality, the creation of a completely new corporate identity generated by a name more relevant for the company’s ambitious international expansion plans will herald a new era of opportunity for the hospitality giant, in line with Qatar’s own tourism development strategy. “Over the last four decades we have been at the forefront of the development of Qatar’s hospitality industry at both domestic and international levels. As we embark on a new wave of strategic expansion, we seized the opportunity to redefine the brand and set the scene for future growth of not only our rapidly expanding portfolio, but of Qatar’s reputation as a key player in the global tourism market,” said HE Sheikh Nawaf bin Jassim bin Jabor Al-Thani, Chairman, Katara Hospitality. The word ‘Catara’ dates back to 150 AD and was originally used by the ancient Greeks to refer to the area known as the Qatar Peninsula, before European cartographers began using the spelling ‘Katara’ on historical maps dating from the first half of the 18th century. “The decision to revive the name Katara reflects our rich cultural heritage and honours the country’s ancient roots, while being symbolic for our recognition beyond the regional borders since ancient times. This cultural wealth is the foundation for our national vision, and is the basis on which the Government of Qatar and Katara Hospitality are developing a sustainable tourism offering for future generations to come,” he added. The launch of its new corporate identity, designed by international branding consultancy Lambie-Nairn, has the twin goals of raising brand awareness in key targeted international markets as well as developing long-term business-to-business partnerships with leading global hospitality and tourism players. Katara Hospitality will also use ATM as a platform to share exciting plans for future global development within its broad remit as asset owner, developer and manager of a growing hospitality portfolio on three continents. “Our focus on international expansion began in 2006 with the acquisition of the Renaissance Sharm El Sheikh Golden View Beach Resort in Egypt, and we currently have 24 hotels operational or under development in eight international destinations. We are looking to increase that to 30 properties by 2016 and double that figure by 2030 to 60 hotels and resorts around the world,” said Hamad Abdulla Al Mulla, Chief Executive Officer of Katara Hospitality. With more than 4,000 hotel rooms already operational or under construction, Katara Hospitality has a number of openings on the horizon including two new Qatar-based projects – an iconic development in the Marina District of the new Lusail city and the Merwebhotel City Centre Doha – and three new European properties in 2013 - the Royal Savoy Lausanne; the Gallia Hotel Milan; The Peninsula Hotel Paris, as well as a second Parisian location with a five star hotel. 2014 will mark the opening of an impressive project in Switzerland, the Bürgenstock Resort Lake Lucerne. The luxurious resort will round out the year following the multi-million dollar refurbishment of Tangier’s famed Tazi Palace and a new build project - the Comoros Beach Resort located in the Union of Comoros. “Our focus is on strategic investments and acquiring a collection of international properties that are true hospitality icons in the grandest sense; having said that, we are also building new icons of hospitality that incorporate the latest technology and offer a contemporary alternative, but with the same warm, genuine service that defines the new Katara Hospitality brand,” said Al Mulla. Illustrating that point, a new iconic hotel that upholds the cultural roots of the Qatar-based company is being developed in a prime location in Lusail City. “With an architectural design inspired by the insignia of Qatar, the Lusail Marina property’s stunning architecture is set to become a leading hospitality landmark” Al Mulla added. The strength of Qatar’s banking sector underscores the Gulf state’s ability to finance major planned projects given its financial sector performance and its projected GDP growth of 6% in 2012, as well as its liquid banking sector. At the end of 2011, total assets of the country’s commercial banks grew by 22.3% to US$190.6 billion in 2011 from 2010 while customer deposits increased by more than 18.5% to US$100 billion. Meanwhile credit facilities to customers rose by 28.2% to US$103.5 billion. Qatar’s financial performance was all the more impressive given fears of contagion from the euro zone debt crisis and slow growth in the United States and other developed markets. - Ends – Photo Caption: HE Sheikh Nawaf Bin Jassim Bin Jabor Al Thani, Chairman, Katara Hospitality (right) and Hamad Abdulla Al Mulla, CEO Katara Hospitality (left)announce the new brand at a press conference at Arabian Travel Market 2012. About Katara Hospitality: Katara Hospitality currently owns five internationally branded hotels in Qatar: Sharq Village & Spa, The Ritz-Carlton Doha, Sheraton Doha Resort & Convention Hotel, Doha Marriott Hotel and Mövenpick Hotel Doha. Two Merweb branded hotels – the Merwebhotel Central Doha and Merwebhotel Al Sadd Doha – and a third, the Merwebhotel City Centre Doha, which is scheduled to open in 2013, complete the domestic portfolio. In addition, it also owns and manages the Sealine Beach Resort, one of Qatar’s favourite vacation spots. Katara Hospitality’s international portfolio currently includes the Raffles Hotel Singapore, Le Royal Monceau – Raffles Paris, Schweizerhof Hotel Bern and Renaissance Sharm El Sheikh Golden View Beach Resort in Egypt. International properties under development include Bürgenstock Resort Lake Lucerne (opening 2014), Royal Savoy Lausanne (opening 2013), Gallia Hotel Milan (opening 2013), The Peninsula Hotel Paris (opening 2013), another five star luxury boutique hotel in Paris (opening 2013), Comoros Beach Resort (opening 2014), Tazi Palace Hotel Tangier (opening 2014). Katara Hospitality was formerly operated under the Qatar National Hotels Company (QNH) brand. Its new corporate identity was launched at Arabian Travel Market 2012. For media information, please contact: Nathalie Viselé Director - Shamal Marketing Communications Dubai, United Arab Emirates Tel: +971 4 365 2711 Mobile: +971 50 457 6525 Email: nathalie@smc-pr.com Website: www.smc-pr.com OR Mihaela Tayar Communications Manager - Katara Hospitality Tel: +974 4423 7801 Mobile: +974 3366 3394 Fax: +974 4442 0477 Email: mihaela.tayar@katarahospitality.com Website: katarahospitality.com

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World Travel & Tourism Council air tax is acting as a brake on the economy

New research by the World Travel & Tourism Council (WTTC) shows that removing Air Passenger Duty would result in an additional 91,000 British jobs being created and £4.2 billion added to the economy in 12 months. The economic impact of Air Passenger Duty The research comes as Britain is about to face yet another rise in Air Passenger Duty. Increases planned from April mean a family of four flying to Malaga will pay £52 extra on the price of their tickets. This rises to £260 for the same family to fly to Florida and £368 to fly to Australia. David Scowsill, WTTC President & CEO, said “Air Passenger Duty is a completely disproportionate tax on people’s holidays and is hitting business travel hard. When the economy needs help, it is economically illogical to continue with a tax that costs the country some 91,000 jobs and as much as £4.2 billion." In the next 12 months, the UK Government will collect £2.8 billion in extra tax from air travellers, far more than any other country in the world. David continued: "Travel & Tourism grew by 4.1% in the UK last year, but is forecast to slow to 1.3% in 2012. This slowdown is partly due to the impact of Air Passenger Duty, which is dampening demand. This tax is damaging the economy at a crucial time, and is having a negative effect on trade with countries in the Caribbean, Africa and Asia. We urge the UK Government to recognise the impact on the overall economy and reduce Air Passenger Duty." Martin Craigs, CEO of the Pacific Asia Travel Association (PATA), said: "The UK is an island trading nation, air services are the vital lifeblood of modern global commerce. The UK Air Passenger Duty is now the world’s highest by a wide margin. It is certainly turning away tourism and trade from the world’s fastest growing economic region Asia Pacific. Air Passenger Duty started in1994 at £5 and some worthy intentions to offset aviations carbon footprint. Today at £85 to zone D (Asia/Pacific) it's a ‘detention tax’ that's restricting job growth, alienating important trade partners and not being transparently directed to green projects. Air Passenger Duty maybe easy to collect but it's also easy to see its macroeconomic damage.” The research was conducted by Oxford Economics for the World Travel & Tourism Council. The research examined how sensitive passengers are to changes in fares, based on statistics from the Department for Transport and Intervistas. DFT estimates show a lower sensitivity than estimates by Intervistas. Oxford Economics concluded that: Abolishing Air Passenger Duty would raise the UK "gross value added" by between £1.8 billion and £2.9 billion in 2012 due to the boost to aviation and tourism sectors from increased passenger numbers This would create an extra 38,000 to 61,000 jobs The extra income available for consumers from lower airline ticket prices provides a stimulus to consumer spending, and could raise the UK "gross value added" by £1.3 billion and 30,000 jobs. The overall benefit to the UK economy could be up to 91,000 jobs and £4.2 billion The World Travel & Tourism Council is the global authority on the economic and social contribution of Travel & Tourism. It promotes sustainable growth for the industry, working with governments and international institutions to create jobs, to drive exports and to generate prosperity. In 2011 Travel & Tourism accounted for 255 million jobs globally. At US$6.3 trillion (9.1% of GDP) the sector is a key driver for investment and economic growth. For more than 20 years, the World Travel & Tourism Council has been the voice of this industry globally. Members are the Chairs, Presidents and Chief Executives of the world’s leading, private sector Travel & Tourism businesses. These Members bring specialist knowledge to guide government policy and decision-making, raising awareness of the importance of the industry as an economic generator of prosperity.

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Ireland overtakes Singapore to become the world's second most globalised nation.

Global report confirms Ireland is most globalised western economy and while globalisation trends increasing amongst top 60 countries however US and UK experience declines. Ireland is the world’s second most globalised nation in term of GDP, and remains the most globalised nation in the western world according to Ernst & Young’s latest Globalisation Index. The report also confirms that Ireland is forecast to maintain its overall second place ranking until at least 2015. In the 2010 edition of the annual global report, which is drafted in collaboration with the Economist Intelligence Unit (EIU) and issued at the World Economic Forum in Davos, Ireland was reported to have displaced Singapore to become the world’s second most globalised economy. In the 2011 edition, the report confirms that in addition to retaining its second position overall, Ireland is the most globalised western economy and the most global economy worldwide in two key categories: Global technology exchange and global movement of finance and capital. Despite faltering prospects for the world economy, the report confirms that globalisation is still increasing among a majority of the world’s 60 leading economies as they so far avoid descent into protectionism. However, 90% of business executives surveyed as part of the index ranking expect to see an increase in protectionist measures if the global economy slides into a double-dip recession. While Ernst & Young forecasts that global GDP growth will be just 3.4% in 2012, the index predicts that globalisation will continue to advance this year and up to 2015. This is most pronounced for medium-sized emerging markets like Vietnam, Malaysia, Mexico and Colombia and smaller European countries like Ireland, Belgium, Slovakia and Austria. The UK and the United States are the only major markets where the index forecasts a modestly declining globalisation score in the next three years due to both countries introducing immigration rules that will impact on the hiring of foreign nationals. The current top ten most globalised nations now include (1) Hong Kong, (2) Ireland, (3) Singapore, (4) Belgium, (5) Sweden, (6) Denmark, (7) Netherlands, (8) Switzerland, (9) Finland, (10) Hungary. In 60th position, the least globalised nation on the index is Iran, closely followed by Algeria and Venezuela. The Globalisation Index has five measurements to assess a country’s individual global ranking including: openness to global trade, global capital movements, global exchange of technology, global labour movements and cultural integration. Each of the criteria’s weighting was validated by the 1,000 global business leaders surveyed. Exports key to current and future ranking The report finds that the increase in Ireland's score between 2010 and 2011 was mainly the result of greater movement of goods and services as a proportion of GDP. Ireland remains in second place overall despite seeing an improvement in its globalisation scores across all five categories with the exception of movement of labour, where it scores the same as last year. Speaking on the Irish results, Mike McKerr, Managing Partner, Ireland, with Ernst & Young comments, “"Despite having been hit hard by the global recession the research confirms that Ireland is and is perceived to be a leader in international trade. This globalisation ranking demonstrates just how well positioned Ireland is to build on this brand and grow its fledgling trade links with the fast growing emerging economies of China and India." Ireland was ranked 3rd in the overall index, first issued in 1995, and has never fallen out of the top three most globalised nations. It has always held solid scores in all five categories but it is in the area of exchange of technology and ideas that Ireland has performed strongest over the time period – indeed, the index confirms that Ireland has become three times more globalised in this category alone since 1995, largely driven by its rising trade in R&D. McKerr comments: “In the last decade Ireland has attracted a disproportionate amount of foreign direct investment in high value added export-orientated sectors. This has driven the strong growth in R&D trade and has helped underpin Ireland’s top ranking in the category of exchange of technology and ideas”. He adds “Ireland’s consistently strong performance in the category of openness to movement of capital and finance has benefited from rises in foreign direct invesntment flows and portfolio capital flows since 1995. Ireland is forecast to maintain its global attractiveness into the immediate future and protect its second place ranking as the most globalised western economy.” The global report confirms that steps taken by the Irish policy makers over the period of the economic crisis have helped improve Ireland’s globalisation ranking. Loosening of labour markets to help prevent skills shortages for employers, enhancements to the R&D tax schemes and measures aimed at positioning Ireland as a destination for holding companies – have all helped to boost Ireland’s global attractiveness. Where will economic growth come from? The performance of the emerging markets, led by the BRIC countries, continues to offset sluggish growth in the developed world. Ernst & Young forecasts that the combined GDP of the emerging markets is set to grow by 5.3% in 2012, continuing to outpace the developed world and increase their share in world GDP. The GDP of emerging markets could overtake that of the developed economies as early as 2014, with about 70% of total world growth in the next few years coming from the emerging markets, of which over a half will be from China and India. The outlook in Europe, where Ernst & Young forecasts essentially flat growth in 2012 even if the sovereign debt crisis is resolved, and in the United States, where Ernst & Young is forecasting modest if below par growth of 2.5%, is less positive. The business executives surveyed were understandably nervous about the current business outlook, highlighting a looming squeeze – slowing growth, increasing competition, significant operational complexity and shortages of talent in key markets – that they believe is diminishing business prospects. T hey were also more pessimistic than most economic forecasters. While they remained optimistic about the medium-term potential for emerging markets, slightly more than half of the senior executives questioned believed that the global economy is likely to fall back into recession by the end of 2012. Almost two-thirds consider it likely that there will be a new global financial crisis, triggered by eurozone debt defaults. What does it mean for business? As well as the prospect of an increase in protectionism, the sovereign debt crisis in the eurozone and the global economic slowdown have also raised the possibility of a new credit crunch as banks scale back lending against a backdrop of declining confidence in interbank markets. McKerr comments :”This daunting scenario presents many problems for global companies, not all of which possess the flexibility, responsiveness or skills needed to overcome them. Our research for this report has uncovered four fundamental business challenges that companies must navigate in the years ahead. These are complex and unlikely to be resolved quickly, but we believe that businesses can tackle them with new responses that rely on flexibility, speed and unconventional thinking.” These four challenges are: 1) Succeeding in rapid-growth markets is harder than it used to be Succeeding in rapid-growth markets is becoming more difficult because costs are rising, competition is becoming more intense and growth, while still rapid compared with that of the developed world, is slowing. Companies will have to shed their organisational baggage, devise innovative strategies that will secure a quick payoff and take a broader stakeholder view toward the investment. 2) One size does not fit all markets As companies diversify into markets with vastly different prospects and business environments, they face increasing operational complexity. Companies will have to integrate networks according to logically grouped markets, rethink approaches to outsourcing as well as investigate the benefits of near-sourcing. 3) Policy has become more important and less predictable An uncertain and dynamic policy environment – especially rising protectionism – is causing considerable concern. Companies should engage with policy-makers to make the right decisions, combine local knowledge with global coordination and build stronger relationships with tax administrations. 4) Good people are hard to find Companies everywhere find it increasingly difficult to match suitable candidates with available positions. To help deal with the problem, companies should put the best talent in the most promising markets, promote managers in line with the pace of the market and revamp the expatriate model. Long-term winners? Ernst & Young believes that to be a long-term winner in this increasingly uncertain world companies will have to adapt a different mindset. In particular they should understand that managing across highly divergent and fast-moving markets requires focus on execution and operational excellence. Companies must develop highly flexible business models that enable them to respond to new opportunities and threats. And they must understand why inclusive leadership is increasingly important to thrive in constantly changing conditions. Click here to access the full report and online interactive world map to measure and compare globalisation rankings:

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الأفكار طيور في سماء عقولنا.. وعلينا صيدها،،،،،دكتور عبدالهادى مصباح

لا شك أن الشخص العبقري في كل مرة يحاول فيها القيام بشيء ما ويفشل في إنجازه، لابد أن ينتهي به الأمر إلي القيام بشيء آخر ربما يكون أقوي تأثيراً مما كان يبحث عنه، ورغم ما قد تبدو عليه هذه المقولة من بساطة، إلا أنها تشكل المبدأ الأساسي للمصادفة الإبداعية، فنحن قد نسأل أنفسنا عن السبب الذي أدي بنا إلي الفشل في القيام بما كان في نيتنا أن نفعله ـ وهذا أمر منطقي ومتوقع ـ إلا أن المصادفة الإبداعية تثير في عقل المبدع سؤالا مختلفاً: ماذا فعلنا، وما دلالة ما وجدناه بالصدفة؟إن الإجابة عن هذا السؤال بطريقة جديدة وغير متوقعة تعد عملا إبداعيا أساسيا لا يقوم علي الحظ أو المصادفة، بل علي نفاذ البصيرة بالدرجة الأولي، فلم يكن «إليكساندر فليمنج» أول عالم يلاحظ العفن الذي تكون فوق مستنبت مكشوف، إلا أن أياً من العلماء لم يعتبر ذلك شيئا جديرا بالاهتمام، أما فليمنج فقد وجد فيما لاحظه «شيئا مثيراً للاهتمام» وتساءل إن كان يحمل أي احتمالات لاكتشاف شيء جديد؟ وقد قادت هذه الملاحظة «المثيرة للاهتمام» إلي اختراع «البنسلين» الذي أنقذ حياة ملايين الأشخاص.أما «توماس إديسون» فقد كان يفكر في كيفية صنع فتيلة من الكربون، وبينما كان يعبث وهو شارد الذهن في قطعة معجون يديرها ويلفها بين أصابعه، نظر إلي يديه ولمعت فكرة في ذهنه: فقد لف الكربون مثل الحبل، وأرسي «ب.ف.سكينر» مبادئ المنهجية العلمية الأولي التي تقول: عندما تجد شيئا مثيراً للاهتمام، دع كل شيء آخر وادرسه، فكثير من الناس يفشلون في الاستجابة للفرصة عندما تطرق بابهم لأنهم يكونون مضطرين للانتهاء من تنفيذ خطة ما متصورة مسبقاً، أما العباقرة والمبدعون فلا ينتظرون قدوم الصدفة، بل يسعون بفاعلية وراء الاكتشاف التصادفي أينما وجدوه.وإذا كان هناك أسلوب معين في التفكير يميز العباقرة المبدعين، فهو القدرة علي إجراء عمليات أو وضع أشياء بجوار أخري (أو متجاورات) يستعصي علي سائر البشر فهمها وإدراك مغزاها، ويمكن أن نسميها القدرة علي وصل ما لا يكون متصلاً، وذلك عن طريق إيجاد علاقات تمكنك من رؤية أشياء لا يستطيع الآخرون رؤيتها، فقد أوجد ليوناردو دافينشي علاقة بين صوت الجرس وصوت حجر يصطدم بالماء، وكانت معرفة هذه العلاقة هي بداية التوصل إلي اكتشاف أن الصوت ينتقل علي شكل موجات، وفي عام١٨٦٥ توصل «ف.أ.كيكول» بديهياً إلي شكل جزيء حلقة البنزين، وذلك بعد استيقاظه من النوم بعد أن حلم بثعبان يعض ذيله، أما صامويل موريس فقد وجد صعوبة في محاولة التوصل لكيفية إصدار إشارة قوية بدرجة تمكنها من الانتقال من ساحل إلي ساحل آخر، وفي يوم من الأيام شاهد عملية إبدال الجياد في محطة للإبدال في سباق خيل بالتتابع، وربط بين محطات إبدال الخيل والإشارات القوية، فالخيل المرهقة الضعيفة تدخل المحطة، وتتبدل بخيل قوية نشطة، وكان الحل هو إعطاء الإشارة جرعات دورية من القوة والقدرة أثناء انتقالها.وتشكل الإنتاجية الهائلة والعمل الدؤوب إحدي الخصائص المميزة للعبقرية، فالعبقري لا يعتمد علي الصدفة وحدها، ولكن العباقرة يتميزون بغزارة إنتاجهم وضخامته، فقد أنتج توماس إديسون عدداً قياسياً من براءات الاختراع بلغ ١٠٩٣ براءة، وكان يعتبر الإبداع عملا شاقا وصادقا، وقال ذات مرة: «إن العبقرية مكونة من ١% إلهاماً، ٩٩% عرقاً».أما الموسيقار باخ فقد كان يؤلف «كنتاته» كل أسبوع حتي عندما يكون مريضاً أو مرهقاً، وأنتج الموسيقار موتسارت أكثر من ٦٠٠ قطعة موسيقية، وعلي الرغم من أن ورقة أينشتاين عن النسبية كانت هي السبب في شهرته، إلا أنه نشر ٢٤٨ ورقة بحثية أخري، أما داروين المعروف بنظريته عن النشوء والارتقاء، فقد كتب ١١٩ كتابا آخر في حياته، ونشر فرويد خلال حياته ٣٣٠ ورقة وبحثاً، وفي مجال الفن أنجز بيكاسو أكثر من ٢٠ ألف عمل فني في حياته، وفي دراسة عن ٢٠٣٦ عالماً علي مر التاريخ، خلص «دين كيث سيمونتون» إلي أن العلماء الأكثر تمتعاً بالاحترام لم ينتجوا فقط المزيد من الأعمال العظيمة، بل أيضا المزيد من الأعمال «الرديئة»، ومن الكم الغزير والهائل لأعمالهم جاءت الجودة.

سيدنا يوسف بقلم دكتور عبد الهادى مصباح

تروي لنا التفاسير أن الفترة الزمنية، التي مرت ما بين حلم سيدنا يوسف، الذي رأي فيه أحد عشر كوكبا والشمس والقمر يسجدون له، وبين معرفة إخوته حقيقته وهو عزيز مصر وفي هيئته وصولجانه أربعون عاما، وفي روايات أخري ثمانون عاما، فهل يمكن أن نتخيل ما مر به سيدنا يوسف من ابتلاء وكرب وضيق وشدة في كل هذه السنوات حتي وصل إلي ما وصل إليه من عز وجاه، فلنستعد معا شريط الذكريات سريعا، لعلنا نتعظ ونأخذ منه العبر التي تعيننا علي نوائب دهرنا.لقد بدأت القصة بالحلم الذي رآه يوسف وحكاه لأبيه، ولأن يعقوب نبي الله فإنه علم أنها بشري لابنه يوسف، الذي حُرم وأخوه من حنان الأم، لذا فقد طلب منه ألا يقصَّ هذه الرؤيا علي إخوته كي لا يزدادوا حقدا عليه وغيرة منه وحسدا له، ومع ذلك فعلها الإخوة الغلاظ القساة، ورموا يوسف في غيابات الجب، ثم التقطه بعض المارة وبيع مثلما يباع الرقيق، واشتراه العزيز وأوصي امرأته أن تكرم مثواه عسي أن ينفعهما أو يتخذاه ولدا، إلا أن حسن يوسف وجماله، مع عقله ورجاحته واتزانه عندما بلغ أشده أوقعت امرأة العزيز في محبته وولهت به وراودته عن نفسه فاستعصم، ولك أن تتخيل مدي ما عاناه يوسف في ذلك، فهو تحت سقف واحد مع امرأة عندها من الجمال والمال والسلطان والمنصب حظ وافر وهو في ريعان شبابه، وهي التي تطارده وتحاول النيل منه، ويضبطهما زوجها وهي تطارده فيغض الطرف ويقول له: يوسف اكتم هذا الأمر وأعرض عنه ولا تحدث به أحدا، ويطلب منها أن تستغفر لذنبها، تري من الذي يعمل له يوسف حساباً بعد ذلك سوي الله؟ ومن خلال أحداث قصة سيدنا يوسف نتوقف أكثر من مرة لنجد تجسيدا واضحا للقول المأثور: لو اطلع أحدكم علي الغيب لاختار الواقع. أي أننا يجب أن نرضي بما قسمه الله لنا، حتي لو كان ظاهره شراً «وعسي أن تكرهوا شيئا وهو خير لكم وعسي أن تحبوا شيئا وهو شر لكم والله يعلم وأنتم لا تعلمون»، ولنر كيف كان ذلك؟إن ظلم إخوة يوسف له، وحقدهم عليه، وحسدهم لحب أبيه له ولأخيه بنيامين، علي الرغم من أنه في الظاهر بداية المتاعب والمشقة والحرمان، فإن الله سبحانه وتعالي جعل منه بداية للخير وبشري لما سوف يكون عليه «وأوحينا إليه لتنبئنهم بأمرهم هذا وهم لا يشعرون»، تري لو لم يأكل الحقد والحسد والغيرة قلوب إخوة يوسف، هل كان سيصل إلي ما وصل إليه في أرض مصر حتي أصبح عزيزا لها وأمينا علي خزائنها؟ وفي ذلك يقول فضيلة الشيخ محمد متولي الشعراوي، رحمه الله، جملة مأثورة في غاية الروعة وهي: «لو علم الظالم بما أعده الله للمظلوم لضنّ عليه بالظلم، وذلك خوفا من إكرام الله له وتعويضه عن ظلمه بما يتناسب مع قدرته سبحانه وتعالي وهو الحكم العدل»، ثم نأتي إلي مشهد التقاط يوسف من الجب بواسطة الوارد الذي أخفي يوسف في البضاعة لكي يبيعه في مصر للعزيز. تري ما الأفضل من وجهة نظرنا كبشر: أن يباع يوسف مثل الرقيق، أم أن هذا الوارد يستيقظ ضميره ويبحث عن أهله ليسلمهم إياه؟ بالطبع إن الاختيار الثاني من وجهة النظر البشرية أفضل، ولكنه لو حدث لقتل إخوة يوسف أخاهم بالتأكيد لأنه كان سوف يكشف أمرهم لأبيهم ويفضح مؤامراتهم الدنيئة، وبالفعل فقد باعه كعبد لعزيز مصر، ومع ذلك يقول عنه ربه «وكذلك مكنا ليوسف في الأرض ولنعلمه من تأويل الأحاديث والله غالب علي أمره ولكن أكثر الناس لا يعلمون»، ثم نأتي إلي مشهد آخر، وهو المشهد الذي دخل فيه العزيز علي امرأته وهي تراود يوسف عن نفسه، تري ماذا كان يفعل أي رجل في مثل هذا الموقف؟إن أبسط الأمور كانت تقتضي أن يأمر العزيز بقتله أو نفيه بعيدا عن زوجته ثأرا لكرامته؟ ولكنه لم يفعل، كل ما فعله أن قال «يوسف أعرض عن هذا واستغفري لذنبك إنك كنت من الخاطئين»، كما أن امرأة العزيز أصرت علي دخوله السجن لكي تذله، فربما يتجاوب معها يوماً ما فيما راودته عنه من قبل، ولذلك لم تطلب من زوجها قتله أو نفيه «ولئن لم يفعل ما آمره ليسجنن وليكوناً من الصاغرين». ويدخل يوسف السجن ظلما، ودلائل براءته وردت علي أكثر من لسان وفي أكثر من موضع، إلا أن الله أراد له ذلك، وأطال فترة سجنه لسبع سنوات استغلها في الدعوة إلي التوحيد، وإلي عبادة الله الواحد القهار، مثلما فعل مع ساقي الملك وخبازه من قبل عندما طلبا منه تفسير رؤييهما «ياصاحبي السجن ءأرباب متفرقون خير أم الله الواحد القهار»، لم ييأس يوسف من رحمة ربه ولا من فرجه، ونتذكر أنه قال لساقي الملك اذكرني عند ربك فأنساه الشيطان ذكر ربه فلبث في السجن بضع سنين».وهنا يتبادر الي الذهن سؤال: تري ما الذي كان سيحدث لو تذكر هذا الساقي قصة يوسف قبل أن يري الملك رؤياه ويحتاج إلي تأويلها ويفسرها له يوسف، إن أفضل ما كان يمكن أن يحدث هو أن يخرج يوسف من السجن لأنه بريء، إلا أنه لايزال عبدا، وربما ترك البلاد ورحل، ولكن الشيء المؤكد أنه لم يكن من الممكن أن يخرج من السجن بكل هذا الشموخ والعظمة ورد الكرامة والاعتبار لكي يصبح عزيز مصر وأمين خزائنها.